SECTION 1: SOUTHSIDE REINVESTMENT INITIATIVE -

BUILDING ON 2022, 2000, 2007, AND A STRONG HISTORY OF

COMMUNITY BUILDING
The Southside community of Port Huron, commonly known as South Park, has a rich history deeply intertwined
with the city's historic growth and cultural fabric. Originally settled in the mid-19th century, South Park began
as a residential area primarily inhabited by European immigrants drawn to the burgeoning industrial
opportunities offered by Port Huron's location along the St. Clair River.

As the city developed, South Park evolved into a vibrant neighborhood characterized by its diverse population
and strong sense of community. The area was home to a mix of working-class families, many of whom found
employment in the city's factories, shipyards, and maritime industries. Its proximity to the river and the Great
Lakes made it a hub for shipping and trade, further fueling its economic vitality.

Throughout the late 19th and early 20th centuries, South Park experienced periods of growth and
transformation. The construction of schools, churches, and community centers solidified its identity as a thriving
residential enclave within Port Huron. However, like many urban neighborhoods, South Park also faced
challenges such as economic downturns and social inequalities.

During the mid-20th century, South Park underwent significant changes as industrial shifts and urban
redevelopment projects reshaped the city landscape. While some industries declined, others expanded, leading
to changes in the local economy and employment opportunities.

Despite these challenges, South Park's community spirit remained resilient. Residents banded together to
address issues ranging from economic hardship to social justice, fostering a strong sense of solidarity and pride
in their neighborhood. Over the years, South Park has continued to evolve, welcoming new generations of
residents while preserving its cultural heritage and sense of identity.

Today, South Park stands as a testament to the enduring spirit of its residents and the power of community
resilience. Its streets are lined with older homes, parks, and local businesses, serving as a reminder of the
neighborhood's storied past and promising future. While facing modern-day challenges, South Park remains a
vibrant and close-knit community, enriched by its diverse heritage and collective determination to thrive.

PAST SOUTHSIDE PLANNING INITIATIVES

In the late 1990’s, the City of Port Huron employed consultants to support the Planning Department’s efforts to
engage with a dissatisfied community about the future of the Southside.

• November 1998: The Southside Summit was held where consultants heard concerns about the amount
of vacant publicly owned land.
• May 1998: The Port Huron City Council authorized a Planning Department work plan that laid out how
the department would organize a workgroup made up of community leaders.
• Summer 1999: Consultants worked with the Southside Strategic Land Use Plan Advisory Committee to
gather data and discuss initial goals of committee members.
• October 1999: Consultants and committee members held four (4) public forums to engage the broader
community. Additionally, committee members held similar sessions with their particular interest groups.

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Following engagement efforts, five (5) key themes emerged:

1. Safe and Affordable Housing

2. Adequate and Effective Educational Institutions
3. Accessible and Affordable Health Care
4. Economic Vitality and Livable Jobs
5. Adequate and Accessible Recreational Facilities

Beginning in December 1999, the Planning Department and consultants worked to develop, vet, and refine the
Southside Land Use Plan, which was adopted by the City Council in April 2000. This plan identified nine (9)
goals to be prioritized for land use over the next five years:

1. Encourage appropriate mixed use and development to enhance existing neighborhoods and promote
positive growth and redevelopment.
2. Regulate growth and development to minimize negative impacts on existing neighborhoods, districts,
public facilities, and natural resources.
3. Promote single-family housing opportunities within existing neighborhoods and the creation of new
neighborhoods as it becomes feasible.
4. Promote preservation of existing neighborhoods through redevelopment principles as feasible.
5. Minimize blighting influences by controlling vacant land and abandoned buildings.
6. Promote commercial development along designated corridors.
7. Improve existing public parks and open green spaces for recreational use and to improve public access
to the waterfront.
8. To promote the development of waterfront property that allows public access, is compatible with
neighboring land uses, and with the overall enhancement of the community.
9. Revise ordinance requirements regarding development standards.

In 2007, the City’s Planning Department issued a report outlining many of the actions that were implemented
from the 2000 Southside Land Use Plan.

2022 SOUTHSIDE REINVESTMENT INITIATIVE

In the summer of 2022, the City of Port Huron contacted Double Haul Solutions to reengage with the
Southside Community. This reengagement stemmed from a lack of trust in the city due in part to a perceived
follow-through and recognizable positive outcomes generated from past engagement efforts (the 2000
Southside Land Use Plan). Additionally, redevelopment interest/activity indicated a catalytic opportunity for the
community was potentially on the horizon. Interestingly, many of the stakeholders calling on the city to turn its
attention back to the Southside were involved, or remembered, the activities and “promises” that came from
planning efforts at the turn of the 21st century. Further catalyzing a community call to action was the loss of the
River District Market, a beloved to the community food store and gathering place that not only had economic
value but strong social value. This grieving and perceived City apathy led to calls for engagement and action by
the Southside Community.

In October 2022, two community engagement sessions were held that shaped the Southside Reinvestment
Initiative report and recommendations. In summary, the consultant team recommended the creation of a
Neighborhood Improvement Authority. The NIA was selected as a preferred economic development tool due to
its potential to encompass and address:

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 • The Southside Community’s inspired and engaged nature;
• The fostering of neighborhood empowerment and collaboration with the city around the neighborhood’s
lack of faith and understanding in its local government institutions;
• The desire to celebrate the past through neighborhood design and character;
• Improvements in public safety and blight mitigation through investment and collaboration;
• Improvements to the community’s food access;
• The desire to support neighborhood-based businesses; and
• Improvement to the neighborhood’s quality of life and opportunities for economic mobility through
recreation and life skills programming.

2023/2024 NIA PLAN RAMP UP

2022’s reengagement of the Southside was a launching pad for new efforts to be embraced. Therefore, DHS
was again engaged by the city to support the creation of a Neighborhood Improvement Authority. Recognizing
the community’s passion for the Southside Community and the history and culture of “South Park,” DHS
approached its scope of work with a focus on community development education and intentional and inclusive
community engagement resulting in a community-driven development strategy.

COMMUNITY ENGAGEMENT PROCESS

DHS worked with the NIA board to conduct a stakeholder

analysis, which informed the Engagement Strategy which
was utilized to help create a more inclusive and welcoming
community engagement process.

Central to the Engagement Strategy was establishing a clear

schedule for NIA meetings and engagement sessions,
providing free food at two sessions to encourage
participation at sessions, and utilizing media, and a text list
to keep interested parties informed about upcoming
sessions.

One goal of the engagement was to build upon and refine

previous community feedback. DHS reviewed previously
identified ideas and themes from the early 2000’s and 2022
and centered those ideas in subsequent
sessions/conversations, allowing community members and
stakeholders to emphasize, refine, or add to the list. Each
session had clear goals and focus for input related to
housing, community infrastructure, community
programming, and redevelopment focus areas and concepts.

To engage young residents of the Southside, DHS staff and

NIA board co-chairs spent a day at Port Huron High School
with graduating seniors engaging more than 115 students, where they learned about the assets and issues in
the Southside, and their priorities for parks, programming, events, and housing.

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 PHHS Senior Class: PHHS Senior Class:
What is missing from the Southside? One word to describe the Southside

Finally, to allow for students, and those not able to attend in person sessions, an online survey was available to
help prioritize development sites and inform the priorities to include in this Development/TIF plan.

Overall, throughout a period of five (5) months, in excess 500 participants contributed to the development of
the NIA planning process through in-person and virtual interactions.

SOUTHSIDE PORT HURON NIA VISSION, MISSION, AND VALUES

VISION

A thriving southside is welcoming, beautiful, vibrant, and Vision: A forward-looking statement

safe for all. There are housing options for all ages, that describes what the NIA Board
recreational opportunities, access to natural resources, arts, aims to achieve in the future. Portrays
social spaces, and local business that meet the community’s a depiction of the desired future state
needs. The Southside embodies an inviting spirit that or the Southside Neighborhood.
fosters a sense of pride among its residents and business
owners where this pride and quality of life draws people to
settle in and call the Southside home.
Mission: A concise statement
articulating the NIA’s purpose, core
MISSION
Promote and support a vibrant Southside for residents, objectives, and primary activities. It
businesses, and visitors. defines the reason for the NIA’s
existence.

Values: Represent the core beliefs,

principles, and ethical standards that
guide the behavior, decision-making,
and culture the NIA wishes to espouse
and strive towards in its community
building efforts.

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VALUES

Community: We are a nurturing environment that fosters a sense of belonging where everyone feels connected
and supported.

Inclusivity: We advocate diversity on all fronts and embrace the unique perspectives and needs of all
individuals.

Opportunity: We strive to create equitable access to resources and opportunities, empowering every member
of our neighborhood to pursue their aspirations and achieve their goals.

Safety: We prioritize the physical and mental well-being and security of all in our community so all can thrive

Intentionality: We approach every decision and interaction with thoughtfulness, cultivating meaningful
connections and a commitment to deliberate action

Diversity: We celebrate the richness of our community's diverse cultures, backgrounds, and experiences,
recognizing this richness as the foundation of our collective strength and resilience.

COMMUNITY-DRIVEN DEVELOPMENT

Community-driven development is an approach to development that places the community at the center of the
decision-making processes regarding the projects and initiatives that affect them directly. For the Southside
Community, a community lacking faith in their local government institutions, this approach is critical to
regaining trust and fostering a level of inclusion that benefits everyone in the neighborhood and the City of Port
Huron. In a community-driven development framework, local communities actively participate in identifying

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their needs, prioritizing projects, vetting the purpose of requested/offered INCENTIVES AND TIF
planning interventions such as incentives and infrastructure investments, as CAPTURE
well as, monitoring and evaluating progress. This is the heart of the
Southside Neighborhood Improvement Authority and the approach used to The NIA Plan outlines several
shape the following Development Plan outlined in Section 2. goals around community-
driven development. In many
Local community members should have the opportunity to contribute to the cases, to achieve the type of
planning process. Participation should be used to gauge whether an development desired by the
investment or redevelopment project aligns with goals identified throughout Community, tax and/or other
two decades of neighborhood planning activities prior to allocating public incentives may be necessary.
dollars through any number of incentive strategies. The Southside For example, in the current
Community is rich in diversity, history, and tradition. Community housing market, market-rate
development initiatives that ignore such realities, contributing to intentional rental and/or for sale units,
or unintentional gentrification, or disregard cultural sensitivity to this are not affordable for low- or
community should not be embraced without first improving the project moderate-income
through any number of community-driven strategies. households. To achieve the
goal of affordable and mixed-
In other words, a bottom-up development approach would best serve the income housing, the NIA
Southside Community. Significant effort has been made over many years to board may opt to not collect
articulate the needs and aspirations of the community. A community-driven TIF increment, and instead
development approach recognizes this input and integrates it where possible allow developers to utilize
throughout the vetting of development projects big and small. In a Housing TIF to lower the cost
community that has felt marginalized, ensuring that their voices are heard to the buyer or renter, while
and implementing recognizable efforts to address their needs and aspirations still providing enough
financing for the
will be necessary to avoid further disenfranchisement.
development to proceed. In
Although not required to be successful, the creation of a Community collaboration with the City,
Development Corporation (CDC) could be a community-driven development the NIA may want to
strategy worthy of further investigation by community collaborators. Such an establish a policy or group of
effort could build additional local development capacity built with a mission policies outlining under what
to strengthen the skills, knowledge, and resources of community members to circumstances they would
forgo Tax increment capture
effectively manage and sustain development initiatives.
for development. These could
Community-driven development is an effective strategy that the City of Port include affordable and/or
Huron could use to build trust, foster community ownership, enhance the mixed-income housing,
sustainability of projects, and promote social cohesion and resilience. brownfield cleanup and/or
Ignoring these considerations risks driving a deeper wedge between the development that benefits
Southside Neighborhood and the larger community and its local government. the community, or mixed-use
development that brings
desired community
REDEVELOPMENT: HOUSING AND MIXED-USE STRATEGIES businesses to the area.

The area of the Southside Neighborhood Improvement Authority has a

significant amount of vacant property, much of it publicly owned. Public ownership makes for a fantastic
opportunity for redevelopment. Residents are interested in the development or redevelopment of these and
other underutilized properties to support key goals around housing and commercial opportunities.

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Housing
Adding, maintaining, and preserving housing has been a goal in previous planning work in the southside, and
remains a high priority today. In Section 2, there is a list of potential redevelopment sites and areas. When
considering these sites, it is important to think of vacant and underutilized land as a portfolio of properties that
together can be leveraged to meet community goals and needs. No single parcel will meet all housing or
development needs, but together they can meet the many goals outlined below and provide opportunities for
existing or future residents of the Southside.

Overall Housing Goals:

• Add a combination of housing typologies to meet individual needs at various stages in life. Typologies
should include:
o Single Family
o Single Family w/ Accessory
Dwelling Unit (ADU)
o Duplex
o Small Multifamily (Tri-Plex,
Quad-Plex, and
Townhomes)
o Small or Mid-Sized Multi-
Family Development
• Provide a combination of renter
and home-ownership
opportunities.
• Allow for creative site layouts that
cluster-housing closer together on
a site, providing shared green space
on larger parcels or in strategic
redevelopment areas.
• Ensure housing development is near transportation options, services, and amenities.
• Include mixed-use development, housing over commercial spaces and/or community uses on commercial
corridors like Conner, 16th Street, Military, and Electric Streets.
• Ensure new housing is mixed-income housing. Meaning that:
o Housing is affordable where households can spend less than 30% of their annual income on
housing costs.
o New and rehabilitated housing should include a range of price points, including those with lower
rents and sales prices for those with low-moderate incomes are not uncommon throughout the
Southside neighborhood.

MIXED-INCOME HOUSING:

Mixed-income housing refers to residential developments or neighborhoods that incorporate units designated for individuals or
families with varying income levels. The goal is to create communities that are socioeconomically diverse, offering housing
opportunities for people from different income brackets within the same area. This approach aims to promote inclusivity,
reduce socioeconomic segregation, and foster vibrant and sustainable communities.

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 PATHWAYS TO HOMEOWNERSHIP

Pathways to homeownership are programs, initiatives, or

strategies designed to assist individuals or families in achieving
homeownership. These pathways often include various tools
such as financial assistance, education, counseling, and support
services to help potential homebuyers navigate the process of
purchasing a home. The goal is to make homeownership more
accessible and achievable for a broader range of people,
especially those facing barriers such as limited income, credit
challenges, or lack of knowledge about the homebuying
process.

REDEVELOPMENT: COMMERCIAL AND INDUSTRIAL

Community input on commercial and industrial redevelopment aligned in four (4) key areas:
1. Create more and better jobs offering living wages and potential for upward mobility for nearby residents.
2. Ensure future industrial and manufacturing uses are environmentally friendly and limit their impact on
surrounding neighborhoods.
3. Encourage development of community-oriented businesses that provide needed goods and services
while also fostering community interaction and connections.
4. Support entrepreneurship and growth of resident-owned businesses through pop-up, seasonal and/or
other temporary/seasonal businesses, potentially through creation of regular entrepreneur events
and/or incubator space.

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REDEVELOPMENT FOCUS AREAS: TRANSFORMATIONAL

3001 ELECTRIC AVENUE

ELECTRIC AVE/ REID AVE/ 16TH STREET “TRIANGLE”

Existing Conditions: Recommended Uses and Considerations:

Size – 9.9 Acres • Develop a variety of housing types for households at various
Zoning – C-1 Zoning income levels.
Future Land Use - Schools • Consider mixed-use along 16th Street (commercial ground
Privately Owned floor with upper story residential).
• Preserve mature trees and balance open space with the
specific needs of each development.
• Improve pedestrian access, crossings, and intersections to
facilitate safe and effective non-motorized connections.
• Amend the C-1 zoning district to allow residential above
commercial as a permitted use as in CBD.
• Conduct additional planning for this site, including
engagement with the community and property owner. This
should include development due diligence and planning for
circulation and non-motorized connections. The goal is a
viable and refined development concept supported by the
community.

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 CONNER STREET CORRIDOR AND ADJACENT INDUSTRIAL
Proposed Concept:

A long-term shift to more sustainable and neighborhood-friendly

manufacturing and/or a neighborhood commercial corridor along
Conner Street.

Conduct additional planning for this site, including engagement of

the community and property owners. This should include
development due diligence, and planning for circulation and non-
motorized connections. The goal is a viable and refined
development concept supported by the community.

Existing Conditions: Recommended Uses and Considerations:

Industrial area Industrial

• Three (3) Separate Owners • Work with current property owners to shift uses to
• Combined Area of 25.7 Acres green manufacturing, and/or hybrid manufacturing and
• Current Zoning is M1- Light Industrial commercial businesses.
• Future Land Use Map – Commercial • Focus development incentives on businesses that
provide living wages with a priority to hire community
Commercial residents, conduct environmental cleanup improving
neighborhood conditions.
• Six (6) Parcels are Zoned Commercial
• Future Land Use Map – Remove Commercial on Conner Commercial
and North.
• Consider expanding commercial zoning and supporting
Residential community-oriented commercial businesses.

• Majority of Parcels on Conner and North are Zoned R1- Residential

Family Zoning
• See residential zoning recommendations.

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 RIVERFRONT/MILITARY/ELECTRIC/24TH/BUENA VISTA
Development Recommendations:

• Develop a variety of housing types for households at various

income levels.
• Mixed-use development including along the waterfront.
• Commercial uses should improve food access and include
community-oriented businesses.

Riverfront Recommendations:

• Additional and improved non-motorized pathways and

public access for recreational use.
• Restaurant and other commercial uses that utilize river
access/views.

Overall Recommendations:

• Slow traffic on Electric and Military.

• Create a pedestrian-friendly environment including
improved accessibility.
• Provide opportunities for pop up and seasonal businesses
and events.
• Additional planning for the area overall, including
engagement of the community and property owners,
development due diligence, and planning for circulation and
non-motorized connections. The goal is a viable and refined
area plan supported by the community.
• The river holds intrinsic value to the neighborhood. All
efforts should be made through the planning process for
Existing Conditions: new investment to collaborate with property
owners/developers to secure easements or other tools that
• Zoning – North to South will allow broader public access.
o M1 – Light Industrial (Buena Vista Area) • Amend the C-1 zoning district to allow residential above
o A1 – Multifamily commercial as a permitted use as in CBD.
o C1 – General Businesses • Alternatively, rezone the area and/or create a floating
o R1 – One/Two Family zoning district that can be utilized for redevelopment on the
southside. Either option should provide greater development
• Future Land Use Map
flexibility and options in areas adjacent to Electric and
o Buena Vista, Electric, and Military - Commercial
Military Avenues., and along the riverfront
o Riverfront – Multifamily, Single Family

Transformational Redevelopment Zoning Recommendations

Provide for mixed-use development.

• Currently mixed-use development (residential units over commercial uses) is only permitted in the
Central Business District. Expand this into C-1 General Business district.
• Alternatively, rezone the area and/or create a floating zoning district that provides greater development
flexibility and options in areas adjacent to Electric and Military Avenues, and along the riverfront.
• Note – In the case of rezoning or use of a floating zoning district there are three (3) main goals:
o Providing the option for a developer to utilize pre-approved zoning on a given site as
redevelopment options occur. For example, the hospital-owned lot is currently zoned

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 “institutional.” A developer could rezone the parcel using the floating district that has already
been established and vetted by the community.
o Add additional uses that can be utilized for redevelopment sites. Another example is allowing for
mixed-use development and other commercial uses not currently provided for in C-1.
o Any new or floating zoning district should not add requirements or conditions without
corresponding benefit.

REDEVELOPMENT FOCUS AREAS: INFILL

LAKE HURON MEDICAL CENTER PROPERTY

Existing Conditions: Recommended Uses and Considerations:

• Site - 2.3 Acres • Develop a variety of housing types for households at various
• Zoning - Institutional income levels.
• Future Land Use – Hospital • Preserve mature trees and balance open space with the
specific needs of each development.
• Improve pedestrian access, crossings, and intersections to
facilitate safe and effective non-motorized connections.
• Rezone the property to R1 or A1 zoning to allow residential
development on the site

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 RESIDENTIAL INFILL REDEVELOPENT OPPORTUNITIES
Recommended Uses and Considerations:

• Single-family and duplex housing.

• Overall units should be mixed-income, meaning some
are market rate, and some limit sales price and/or rent
for low-moderate income households.
• Units for low-moderate income households should
include education, downpayment assistance and other
post-purchase education and support.
• Look to develop voucher to home-ownership program
for Port Huron Housing Commission (PHHC) tenants
to utilize their existing Section 8 vouchers to pay for a
mortgage.
• Revise zoning to in residential areas to remove barriers
to housing development (see recommendations
below).
Existing Conditions:

• Site - Variety of parcel sizes, but many around 5,000-6,000 sf lots (residential scale)
• Zoning – R-1 and Future Land Use – Residential
• Vacant sites in yellow. City-owned sites with blue hashmarks.

Infill Redevelopment Zoning Recommendations

R and R1 (Single-Family and Single-Family and Two-Family Residential)

• Enable and establish standards for Accessory Dwelling Units (ADUs) to be added or built on residentially
zoned sites. See recommendations from AARP for more information and model ordinance language.
• Allow duplex on SF-sized lots.
• Reduce the minimum lot area per unit.
• Reduce parking requirements (currently two (2) spaces per unit).
• Revisit home-occupations requirements. Many home-occupations lead to brick-and-mortar business
ventures. Since the pandemic, many changes have occurred that make it worth revisiting home
occupation requirements to make sure they are still relevant.
• Adopt Pattern Home building plans as developed for the Michigan Municipal League. Review and
update zoning to accommodate the pattern ADU, duplex, and other housing types.

COMMUNITY INFRASTRUCTURE

There is immense pride in the existing amenities within the Southside NIA area. Residents want to build on
these assets to improve non-motorized connections, accessibility, transit, waterfront access, and parks
amenities for all. These improvements will ensure safe and reasonable access throughout the NIA and grow
opportunities for community connection.

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Non-Motorized Improvements

Beginning with engagement in 2022, and

throughout the 2024 engagement process,
there is great interest in improving non-
motorized infrastructure. This includes
additional bicycle paths and lanes, sidewalk
infill and expansion of the sidewalk network,
improving intersections, adding bus shelters at
bus stops when not present, and overall
improving the pedestrian and non-motorized
experience.

BICYCLE INFRASTRUCTURE NON-MOTORIZED TRAFFIC CALMING & OTHER NON-MOTORIZED

Add bicycle stations
Path to Cleveland Elementary
from west
Bike lanes to get west i.e.,
"Minnesota Road"
IMPROVEMENTS
Better sidewalk maintenance
along Military/Electric
Sidewalk gap at Military and
Moak
Better non-motorized
connections along Moak
New bus shelters on Grant,
Electric/Miliary
INTERSECTIONS
Traffic calming on Military and
Electric
Evaluate intersection of 24th
and Electric
Evaluate two-say traffic on
Electric and Military
Redirect truck traffic to Dove
AMENITIES
Add benches along major
routes
Better alley maintenance and
code enforcement
Better street cleaning

Recommendations:
• Work with MDOT on piloting lane reduction in area around Electric, Connor and 24th street to provide
traffic calming benefit. The pilot can be achieved by stripping out pavement to better define travel lanes.
The SEMCOG Transportation and Infrastructure Equity Planning grant could help with such a pilot (See
Page __).
• Engage the City, St. Clair County Parks, and others to develop a non-motorized plan to help define
additional bicycle infrastructure and non-motorized and accessibility improvements.
• Develop a city-wide strategy for sidewalk infill and expansion, with a priority for low-moderate income
areas (where residents have less access to vehicles) and areas with large senior and youth populations.
• Incorporate non-motorized improvements and pedestrian access as part of any redevelopment in the
NIA development district.

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Parks Improvements

As noted above, there is great affection for the parks in the NIA area.
During both community sessions and sessions with high school seniors,
there was a clear desire for more recreational programming and physical
improvements to the parks.

Community members repeatedly shared their interest in improvements to

area parks including, but not limited to:

• Public Restrooms
• Dog Park
• Skate Park
• Walking Trails/Paths
• More Trees
• Improved Upkeep and Cleanliness
• Improved Accessibility (Including Play Equipment)

Park-specific requests included:

LINCOLN PARK LINCOLN PARK 16H STREET PARK KNOX FIELD TOT LOT
TURNOUT
Better bus access Add flowers by benches Play equipment Redesign to consolidate Update play equipment
children's play area

Decorative lighting for Expand splash pad and

safety move it away from 24th
Street
Add electrical service for
concerts and events

During engagements with Port Huron High School seniors, there was great interest in beautification.
Specifically, there is a desire to add more “color” to physical spaces with trees and flowers, music, concessions,
food trucks, art, events, and accessibility for those walking or on bikes. There is also broad interest in different
uses such as skate parks, pickleball, RC racetrack, advanced play structures for older youth and adults, and
regular events and programming to ensure parks are activate and remain safe through regular use.

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Other Recommendations:

• Begin portable bathroom pilot program in parks without facilities to gauge usage and move to
permanent solutions as feasible.
• Work with the city on grant opportunities to expand park amenities including walking paths/tracks, dog
park. skate park and other potential improvements.
• Work with the city, arts organizations, and schools on public art and/or historic markers in parks
throughout the community.
• Work with the City, local businesses, and others to hold events in parks to keep the space activated.

The Riverfront

The neighborhood considers the river to be an

incredible, yet under-leveraged, asset to the
Southside and City of Port Huron as a whole.
While there is some access to the river at the
Lincoln Street turnout, there is a desire to work
on improving access and developing a recreational
pathway over the long term.

To work toward such an auspicious goal, the

following efforts are needed:

• The development of a long-term plan for

public access and/or non-motorized path
and/or riverwalk along the water.

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 • Acquisition (over time) of land and/or easements to slowly build segments that could be used to provide
pathways and/or access. The acquisition of easements can be done through the development process,
donation, and/or purchase.
• Orient future redevelopment toward both the street and the riverfront through updated zoning or
reinforcement through the project planning and approval process.

COMMUNITY CONNECTIONS

Port Huron’s Southside has a strong history of social interconnections built upon past values that continue even
today. These strong community connections were celebrated by residents at the community visioning events
held in 2022, through NIA Board engagements, and most notably by the seniors at Port Huron High School who
recognized that the southside neighborhood is “united” and people “stick together.”

Eleger G. Harvey Re-Investment Center

With the closing of the Leonard Center, there is great interest in establishing a Community Center that can be
used for events, rentals, and regular community programming. Many conversations turned to utilizing the
Reinvestment Center in this capacity. One new element discussed was to consider the use of the Reinvestment
Center as a resiliency center, or place individuals can go in case of weather or other emergencies for safety,
clean water, ability to charge devices, and stay connected to pertinent information and neighbors.

Possible Ownership Models:

• City ownership and operation as part of the parks and recreation system.
• City ownership, but operation by non-profit community partner.
• Ownership maintained by Port Huron Housing Commission, but operation by city or non-profit
community partner.
• Other models may be appropriate if public access and use are available and expanded beyond current
conditions.

Possible Operation Model:

• Volunteer Coordination – Due to the considerable number of community partners and potential uses of
the space, there could be a volunteer coordinator who manages a public calendar, and rental and/or
other requests to provide programming or otherwise use the site.
• Paid Coordinator – A part-time or full-time staff could manage rental requests and work with the many
community partners to provide a regular schedule of programming for the center based on community
interest and need.
• Other options may be viable if public access and programming are still available and expanded beyond
current levels.

Potential For Expansion:

In the instance that the Eleger G. Harvey Reinvestment Center proves its success as a Community Center, there
is interest in enhancements, expansions, and further use of the site. Interest includes:
• Private study area / computer lab for youth and adults.
• Full commercial kitchen with potential to become kitchen incubator.
• Addition of generator to allow center to serve as resiliency hub in case of weather or another
emergency.
• Sound proofing and other improvements to better facilitate public meetings and other large gatherings.

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 • Kids/Teen Zone.
• Improved WIFI.

Community Collaborators

As part of the engagement process, there were several

attempts to list the many partners, service providers,
groups, and individuals interested in supporting
Southside residents. Efforts fell short as the list of arts
agencies, youth non-profits, social service agencies,
city and county departments, and local philanthropy
seemed unending. The wealth, diversity and breadth
of these partners is an incredible asset to the
Southside Community that, if aligned around a
strategic set of priorities, could be leveraged to
produce expansive outcomes benefiting the
community and each group’s individual causes.

The NIA is well positioned to convene groups around a set of common community goals, and help with
communication to residents about available events, support services, social opportunities, and events. The NIA’s
effectiveness will depend on its ability to leverage resources outside of the city and projected tax increment
revenues. However, it is quite clear that despite projected financial limitations, the interest, engagement, and
desire to support community building efforts provides an opportunity for the NIA to facilitate strategic
alignment amongst community collaborators.

ECONOMIC OPPORTUNITY

Throughout 2022 visioning sessions and the NIA planning efforts of 2024, one area of focus of the NIA is the
desire to provide enhanced economic opportunity to its residents. Such efforts could take the form of residents
moving from renting to homeownership, with the goal of wealth creation to be shared with future generations.
Or it is the opportunity to try out business concepts at a pop-up market, as an early step in testing, or
expanding, a business idea. There are community members looking to step up to be engaged and directly
involved in development. Such involvement could take many forms including residents serving as developers,
business tenants, renters, or homeowners. There are resources to support community based and new
developers. The city and/or NIA should work to connect interested community members with the training and
information that could create such community economic opportunity.

Economic opportunity or upward mobility is about improving one’s circumstances not just in the short term
through an increase of income, but long term through the creation of, and ability to pass along wealth. This
continues to be challenging in low-income, non-white, and otherwise marginalized communities.

High school seniors most clearly expressed this challenge. As part of the day-long session with the soon
graduating seniors, they were asked if they saw themselves living in Port Huron in five (5) years. In each of the
six class periods, most responses were “no.” When pressed, students shared that they did not feel there were
many jobs or career opportunities besides retail or working in a factory. Several felt that salaries in Port Huron
were much lower than other parts of the region or state. The sentiment was that Port Huron could not provide
the same job, career, or income opportunities that would keep students “home.”

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Although long-term goals and challenges, the NIA could play an active advocacy role to ensure available
opportunities and resources provided by the city and adjacent non-governmental entities, are not only made
available, but promoted to existing Southside residents and businesses. Feedback through NIA engagements
suggested the community had limited knowledge of existing opportunities and resources that could promote
upward mobility and the opportunity for wealth creation in the community they live in. Such opportunities and
resources include:

• Workforce development opportunities and connection to living wage jobs.

• Economic gardening and entrepreneurship support.
• Homeownership or other shared-equity models such as cooperatives or community land trusts.

Again, there are several partners that can provide support to residents whether it is around business
development, homebuyer counseling, financial assistance to purchase a home, or mentoring through early-stage
business development. Coordination and communication of these opportunities and resources available through
community partners is a key role for the NIA to play with the support of the city.

ALIGNMENT, INTEGRATION, AND TRANSITION

The City of Port Huron has in place several planning processes and documents where the contents of the NIA
Plan should be incorporated and considered for prioritized funding and other means of support.
PLAN CURRENT STATUS TIMEFRAME
Master Plan Updated expected 2024-2025 5-year update of Comprehensive Master
Plan 2002-2022
Capital Improvements Plan Plan adopted May 2024 for period from 5-year plan
2024-2025 through 2029-2030
City Parks and Recreation Plan Last adopted 2023-2027 5-year plan

There are additional plans to consider NIA Plan integration such as the Bridge to Bay bicycle trail, and other
regional non-motorized plans. Further, as new plans arise within the community or region, the NIA Plan should
be considered for inclusion or referenced as appropriate.

Communication and Collaboration

The Southside Neighborhood Improvement Authority (NIA) and the City of Port Huron must have consistent
and open lines of communication and collaboration to maintain the momentum cultivated throughout the NIA
development process. A collaborative relationship is paramount for the continued success and implementation
of neighborhood improvements and the fostering of community trust. Effective communication ensures
consistent alignment of goals, transparency in decision-making, and the efficient resolution of issues as they
arise.
To facilitate a collaborative relationship built on strong communications, it is recommended to schedule regular
communication updates between the NIA, city, and other community partners. These updates could be bi-
weekly, monthly, or quarterly meetings, switching between virtual and in-person formats to accommodate
different schedules. Each meeting should have a clear agenda, and minutes with clear action items documented
and shared with both parties to maintain transparency and accountability.

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Establishing rules of engagement is essential to creating a structured and respectful communication framework.
These rules should include communication frequency, preferred communication channels (e.g., email, phone, or
in-person), expected response times, and conflict resolution procedures. Clear roles and responsibilities for both
NIA and City representatives should be outlined to avoid gaps or overlaps in communication (e.g., NIA manages
social media content creation, and the city handles posting). Lastly, it is beneficial for both parties to identify
guidelines for expected interactions, including:

• I will respect confidentiality;

• I will be present in the moment;
• I will stay when times get tough;
• I will own my perspectives;
• I will actively listen; and
• I will speak respectfully, without blaming, shaming, or fixing.

Maintaining external communications with residents is equally important. Regular updates through the city and
NIA channels like community newsletters, social media, and public meetings will keep residents engaged and
informed. These updates can feature monthly activity highlights, upcoming projects, and ways for community
participation.

Overall, this structured approach to communication and collaboration between the NIA and the City of Port
Huron, supported by clear rules and active engagement with residents, will ensure the effectiveness of
Southside NIA initiatives.

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 SECTION 2: NIA DEVELOPMENT PLAN
2.1 LEGAL BASIS OF THE DEVELOPMENT PLAN

This Development Plan and Tax Increment Financing Plan are prepared pursuant to the requirements of MCL
125.4817 and MCL 125.4814 of the Recodified Tax Increment Financing Act, Public Act 57 of 2018, as
amended.

2.2 GENERAL OVERVIEW OF A NEIGHBORHOOD IMPROVEMENT AUTHORITY

Michigan Public Act 57 of 2018, the Recodified Tax Increment Financing Act, outlines the economic
development tool known as a Neighborhood Improvement Authority (NIA), which was originally made available
to Michigan communities in 2007. Although this tool has not been commonly deployed across Michigan like
Downtown Development Authorities (DDA) or Local Development Finance Authorities (LDFA), the growing
focus on the State of Michigan’s housing needs may shift this paradigm.

The NIA’s statutory purpose is to promote residential growth in a residential district and to promote economic
growth. Given the neighborhood focus of the City’s 2022 Southside engagement efforts, and those efforts
dating back to the Fall of 1999, it was determined that this neighborhood-centric tool could be used to leverage
the neighborhood’s engagement to facilitate desired community reinvestment and community building
initiatives desired by the Community.

2.3 ESTABLISHMENT OF SOUTHSIDE PORT HURON NIA

The Southside Neighborhood Improvement Authority (NIA) was established by City Ordinance per the
procedures outlined in the Act on October 9, 2023, as follows:

THE CITY OF PORT HURON ORDAINS: That Chapter 16, Community Development, of the Port
Huron Code of Ordinances, is hereby amended to provide for the addition of Article V, to provide for
the establishment of a Southside Neighborhood Improvement Authority including defining boundaries
in accordance with Public Act 57 of 2018, as amended.

2.4 POWERS OF THE AUTHORITY

A NIA board has many powers afforded to it by the Act including the following:

a. Prepare an analysis of economic changes taking place in the development area.

b. Study and analyze the impact of metropolitan growth upon the development area.
c. Plan and propose the construction, renovation, repair, remodeling, rehabilitation,
restoration, preservation, or reconstruction of a public facility, an existing building, or a multiple-family
dwelling unit which may be necessary or appropriate to the execution of a plan which, in the opinion of
the board, aids in the residential growth and economic growth of the development area.
d. Plan, propose, and implement an improvement to a public facility within the development area to
comply with the barrier free design requirements of the state construction code promulgated under the
Stille-DeRossett-Hale single state construction code act, 1972 PA 230, MCL 125.1501 to 125.1531.
e. Develop long-range plans, in cooperation with the agency that is chiefly responsible for planning in the
municipality, designed to halt the deterioration of property values in the development area and to

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 promote the residential growth and economic growth of the development area, and take steps as may
be necessary to persuade property owners to implement the plans to the fullest extent possible.
f. Implement any plan of development, including housing for low-income individuals, in the development
area necessary to achieve the purposes of this part in accordance with the powers of the authority
granted by this part.
g. Make and enter contracts necessary or incidental to the exercise of its powers and the performance of
its duties.
h. Acquire by purchase or otherwise, on terms and conditions and in a manner the authority considers
proper or own, convey, or otherwise dispose of, or lease as lessor or lessee, land and other property, real
or personal, or rights or interests in the property, that the authority determines is reasonably necessary
to achieve the purposes of this part, and to grant or acquire licenses, easements, and options.
i. Improve land and construct, reconstruct, rehabilitate, restore and preserve, equip, clear, improve,
maintain, repair, and operate any public facility, building, including multiple-family dwellings, and any
necessary or desirable appurtenances to those buildings, within the development area for the use, in
whole or in part, of any public or private person or corporation, or a combination thereof.
j. Fix, charge, and collect fees, rents, and charges for the use of any facility, building, or property under its
control or any part of the facility, building, or property, and pledge the fees, rents, and charges for the
payment of revenue bonds issued by the authority.
k. Lease, in whole or in part, any facility, building, or property under its control.
l. Accept grants and donations of property, labor, or other things of value from a public or private source.
m. Acquire and construct public facilities.

2.5 NIA PLAN DEVELOPMENT PROCESS

The NIA Board, with the support of consultants, facilitated a robust and intentional education and engagement
effort to ensure the ideas, priorities, and perspective of Port Huron’s Southside Neighborhood was apparent
throughout the Development and TIF Plan. Over five (5) months, over 500 participants engaged with the board
across ten (10) public meetings and other engagements including an online survey. Although participation was
encouraged throughout the process, community engagement open houses were held on March 14, 2024, and
March 28, 2024. These sessions were designed specifically to gather the input necessary to shape the
Development Plan specifically.

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December 7, 2023 January 11, 2024
- Board Orientation - Bylaws & Election of Officers
- Team Building & Meeting Norms - "Inclusive Community Engagement"
- Engagement Strategy Presentation
- Community Engagement Strategy

January 25, 2024 February 8, 2024

- Stakeholder Analysis - Vision, Mission, & Values
- Vision, Mission, & Values - "Community Development Resources"
Panel

February 22, 2024 March 14, 2024

- Vision, Mission, & Values - Community Engagement: Development,
- "Community Driven Development" Community Infrastructure, &
Panel Programming

March 28, 2024 April 11, 2024

- Community Engagement: Larger - Development & TIF Plan Process
Development Sites, Smaller - Prioritization
Development Sites, & Reinvestment
Center

April 25, 2024 May 30, 2024

- Developement & TIF Plan Framework - Review of Development & TIF Plan
- Prioritization - Direction to Proceed w/ Process

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2.6 AUTHORIZED FUNDING STRATEGIES

The Authority may be funded by any of the following strategies:

a. Donations to the authority for the performance of its functions.

b. Money borrowed and to be repaid as authorized by MCL 125.4812 and MCL 125.4813.
c. Revenues from any property, building, or facility owned, leased, licensed, or operated by the authority or
under its control, subject to the limitations imposed upon the authority by trusts or other agreements.
d. Proceeds of a tax increment financing plan established under MCL 125.4814 and MCL 125.4816.
e. Proceeds from a special assessment district created as provided by law.
f. Money obtained from other sources approved by the governing body of the municipality or otherwise
authorized by law for use by the authority or the municipality to finance a development program.

It is projected that tax increment revenues will be limited, particularly during the Authority’s early years. Any
major initiative will require multiple sources of revenue and intentional collaboration with community partners.

2.7 DEVELOPMENT PLAN REQUIREMENTS

2.7.1 The designation of boundaries of the development area in relation to highways, streets, streams, or
otherwise.

A copy of the Southside Neighborhood Improvement Authority boundary and legal description are
provided in Appendix A.

2.7.2 The location and extent of existing streets and other public facilities within the development area
designating the location, character, and extent of the categories of public and private land uses then
existing and proposed for the development area, including residential, recreational, commercial,
industrial, educational, and other uses, and including a legal description of the development area.

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25
 A legal description of the development area is provided in Appendix A.

2.7.3 A description of existing improvements in the development area to be demolished, repaired, or altered, a
description of any repairs and alterations, and an estimate for the time required for completion.

See map above.

2.7.4 The location, extent, character, and estimated cost of the improvements, including rehabilitation
contemplated for the development area and an estimate of the time required for completion. An estimate
for the cost of the development, a statement of the proposed method for financing the development, and
the ability of the authority to arrange the financing. A statement of the construction or stages of
construction planned, and the estimated time of completion of each stage.

The Southside NIA Development Plan Project Portfolio is built around three (3) broad priorities including 1)
Strategic Redevelopment, 2) Building Community, and 3) Economic Opportunity. Investment needs within
the development district far outreach estimated tax increment revenues, with revenues from other sources
difficult to project. Even if future resources far outpace conservative estimates based on historic taxable
value growth trends, said resources would pale in comparison to the neighborhood’s aspirations and
perceived expectations. Economic success within Port Huron’s Southside Neighborhood will require
engagement and collaboration with a variety of partners including governmental, not-for-profit, and for-
profit entities.

The Project Portfolio below reflects the investment priorities desired by the Southside NIA Board of
Directors as informed by robust community input.

Overall, the Southside NIA Board’s priorities are about investing in strategies that involve the thoughtful
and inclusive planning and execution of investments targeted at bolstering the community, and achieving
positive social, economic, and environmental outcomes, while minimizing the negative impacts of
gentrification. The NIA Board’s intent within the aforementioned priorities is prefaced by a desire to focus
on investment strategies that embrace:

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• Community Engagement and Community-
Driven Development: Meaningful engagement
with residents, business owners, and other
stakeholders will be encouraged ensuring that
redevelopment plans align with the needs and
desires of the existing community. Community
input should be sought throughout the
planning process to ensure inclusivity and
open communication and collaboration with a
community who feels disenfranchised.
• Mixed-Income Housing: The displacement of
long-time residents due to rising property
values and rents is a very real concern
throughout the Southside community.
Strategic redevelopment should include
provisions for preserving or creating mixed-
income housing units and developments.
• Mixed-Use Development: Originally
developed as an autocentric neighborhood,
encouraging mixed-use development can help
create a more vibrant and diverse community.
Combining residential and commercial spaces,
in a strategic manner, can create a sense of
community and belonging that will benefit the
community.
What is Gentrification?
Gentrification refers to the process by which
neighborhoods, typically low-income or
working-class areas, undergo economic and
demographic changes. These changes often
involve an influx of more affluent residents,
along with increased property values, rents, and
changes in the character of the neighborhood.
Gentrification can lead to both positive and
negative outcomes. On one hand, it may bring in
new investment, improved infrastructure, and
amenities to a neighborhood. On the other hand,
it can displace long-time residents, erode the
cultural identity of the area, and exacerbate
socioeconomic disparities. It is a complex
phenomenon with various social, economic, and
cultural dimensions, often sparking debates
about urban development, social justice, and
community preservation.

• Infrastructure Investment: Investing in

infrastructure such as non-motorized
transportation, public transportation, parks,
and the Reinvestment Center can improve the
quality of life for community members who
call Port Huron’s Southside home. Such
(Source: planning.org/planning/2018/dec/scalesofgentrification/)
infrastructure investments enrich the
opportunities for enhanced social connections
and community building.

• Cultural Preservation: Preserving the cultural identity and heritage of the Southside community is
essential to mitigating potential negative effects of future redevelopment. Know historically as
“South Park,” the community is rich with culture and history that should be embraced, promoted,
and protected. As the Authority and the city work to implement the following Project Portfolio, and
other reinvestment and redevelopment initiatives within the development district, an awareness of
cultural preservation priorities is significant.

• Equitable Economic Development: Economic development initiatives should prioritize equity and
inclusivity. This means creating opportunities for marginalized communities to participate in and

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 benefit from the redevelopment process in capacities that could be developer, business owner,
homeowner, tenant, or employee. Job training programs, small business incubators, and workforce
development initiatives through existing and bolstered collaborations should be a priority of the
community as collaborators focus on implementation efforts within the development district.

• Monitoring and Evaluation: Ongoing monitoring and evaluation of redevelopment efforts are
essential to ensuring that they are achieving their intended goals and guiding adjustments in strategy
as needed. Such monitoring and evaluation efforts, coupled with communications and community
outreach, will help to build, and maintain trust throughout the Authority’s tenure.

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PORTFOLIO PRIORITY AREA
Strategic Redevelopment
Building Community
Economic Opportunity
TOTAL INVESTMENT FROM OTHER SOURCES
PRIORITY DESCRIPTION PROJECTED
INVESTMENT
Strategic redevelopment can catalyze greater reinvestment
throughout the Southside community. Moreover, it is
redevelopment and reinvestment that results in the growth of
taxable value, which will support the implementation of the
Authority’s Project Portfolio beyond the limited efforts based on
conservative tax increment revenue (TIR) projections. The Authority
has identified five (5) priority redevelopment areas, outlined above
in Section 1. Recognizing its limited resources, the Authority will
TIF: $500,000
focus on being a collaborator in the facilitation of redevelopment
efforts zeroing in on building coalitions of diverse partners needed
Other Sources:
to foster community-driven development projects. Such projects
$16.5 Million
will support the goals of the neighborhood. In the short-term, the
Authority prioritizes residential projects that promote infill
redevelopment and/or expand opportunities for mixed-income
housing options, particularly those options that can create a
pathway to homeownership. Long-term, the Authority sees an
opportunity for transformational mixed-use redevelopment
adjacent to the river and the Connor Street Corridor.
“Community” is about people and a “sense of place.” It is about
creating an environment that fosters authentic community TIF: $1,475,000
connections and the ability for people of all means to feel
welcomed and live safely. The Authority’s community building Other Sources:
efforts will bolster quality of life throughout the development $7 Million+
district.
By multiple indicators, Port Huron’s Southside is a distressed
community. As outlined in the 2022 Southside Reinvestment
Initiative Report, the Southside has a higher rate of poverty as
compared to the City of Port Huron as a whole. The Authority’s
efforts to create economic opportunity center around a desire to
build community and generational wealth. Homeownership,
entrepreneurship, and higher rates of employment are a few of the
TIF: $400,000
opportunities that exist to support increased economic opportunity.
Other Sources:
The Authority recognizes there are already entities within the
$4.5 Million+
spheres of influence of these project areas such as the Port Huron
Housing Commission and the Economic Development Association
of St. Clair County. The Authority seeks to leverage existing and
future partners and available resources in a strategic and targeted
effort that bolsters further economic activity, creating a self-
sustaining economic ecosystem that promotes opportunities for
economic mobility.
TOTAL TIF INVESTMENT
$2,375,000+
$28 Million+
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 STRATEGIC REDEVELOPMENT
PROJECT DESCRIPTION INVESTMENT IMPACT ESTIMATED ESTIMATED COST OTHER*
PRIORITY PRIORITY TIMELINE OF SOURCES
DEVELOPMENT

TRANSFORMATIONAL Community
REDEVELOPMENT engagement,
(Commercial/Mixed Use Focus) conceptional plans, sub-
area plans, corridor
planning for mixed-use
areas in coordination
and collaboration with CITY
the City of Port Huron. HIGH LONG- TIF: $175,000 SOM
LOW
TERM OTHER
*Other funds to support
the implementation of $10M
any development
agreement that
facilitates
redevelopment that
aligns with the NIA Plan.
TRANSFORMATIONAL Community
REDEVELOPMENT engagement,
(Residential Focus) conceptional plans, sub-
area plans, corridor
planning for housing-
centric projects in
coordination and
collaboration with City SHORT- CITY
HIGH HIGH TIF: $200,000
of Port Huron TERM SOM
OTHER
*Other funds to support
the implementation of $5M
any development
agreement that
facilitates
redevelopment that
aligns with the NIA Plan.
INFILL REDEVELOPMENT Community engagement
and planning for infill
residential development
that encompasses
multiple-single family
lots and other vacant
city-owned and virgin
CITY
land in coordination and
PHHC
collaboration with City HIGH SHORT- TIF: $125,000
HIGH OTHER
of Port Huron. TERM
$1.5M
*Other funds to support
the implementation of
any development
agreement that
facilitates
redevelopment that
aligns with the NIA Plan.
TOTAL INVESTEMENT $500,000 TIF + $16.5 MILLION FROM OTHER SOURCES
A Note on Realized Tax Increment Revenues: The investment estimates above are preliminary, conservative, and do not reflect long-term inflation. Any tax
increment revenues realized exceeding said estimates during the 30-year Development and TIF Plan will be invested per the above projects and priorities.

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 BUILDING COMMUNITY
PROJECT DESCRIPTION INVESTMENT IMPACT ESTIMATED ESTIMATED OTHER SOURCES
PRIORITY PRIORITY TIMELINE COST OF
DEVELOPMENT

REINVESTMENT Increase, provide, and/or

CITY
CENTER encourage accessible
HIGH SHORT & TIF: $250,000 OTHER
community access, regular and HIGH
MID-TERM
ongoing programming, physical
$3M
expansion, and improvements
PARKS AND Improve parks and recreation
RECREATION opportunities with new and
CITY
expanded amenities in parks, HIGH
MEDIUM ONGOING
green spaces, and community
$TBD
gathering areas providing
recreational and passive uses.
NON-MOTORIZED Expand non-motorized
& PUBLIC connections including sidewalk CITY: $50,000 Per
TRANSPORTATION infill, additional bicycle Year (Requested)
infrastructure, and improved MEDIUM TIF: $25,000
HIGH ONGOING
crosswalks, including ADA BWAT
accommodations, and improved
linkages public transportation $TBD
and related facilities.
TRAFFIC CALMING Physical changes to existing
trunklines and local streets to MDOT
reduce speeds and improve CITY
HIGH LONG- TIF: $100,000
pedestrian safety. LOW OTHER
TERM
Short-Term Pilot Project $TBD
(See Section 2.10)
FOOD ACCESS Planning and implementation of
strategies that support OTHER
HIGH SHORT & TIF: $500,000
increased access to fresh food HIGH
MID-TERM
up to and including capital $2.5M
investment.
BEAUTIFICATION Additional trees and other TIF: $250,000
plantings, community murals,
facade improvement program, CITY: $15,000 CITY
community clean up events, and MEDIUM Per Year OTHER
LOW ONGOING
related activities that improve (Requested)
community aesthetics. $TBD
OTHER: TBD

SOCIAL Community events, programing,

OTHER
CONNECTION storytelling (history), continued LOW SHORT- TIF: $100,000
MEDIUM
outreach, communication, and TERM
$TBD
engagement activities.
TOTAL INVESTEMENT MINIMUM $1,475,000 TIF + $7M+ FROM OTHER SOURCES
A Note on Realized Tax Increment Revenues: The investment estimates above are preliminary, conservative, and do not reflect long-term inflation. Any tax
increment revenues realized exceeding said estimates during the 30-year Development and TIF Plan will be invested per the above projects and priorities.

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 ECONOMIC OPPORTUNITY
PROJECT DESCRIPTION INVESTMENT IMPACT ESTIMATED ESTIMATED OTHER SOURCES
PRIORITY PRIORITY TIMELINE COST OF
DEVELOPMENT

BUSINESS/JOBS Efforts to support

ATTRACTION/ECONOMIC entrepreneurs and local OTHER
ONGOING TIF: 150,000
GARDENING/ business growth. Area- LOW MEDIUM
ENTREPRENUERSHIP specific economic/commercial $1.5M
development/redevelopment
RESIDENTIAL SUPPORT Affordable housing, pathways
to homeownership, PHHC
collaboration with City CDBG CITY
ONGOING TIF: $250,000
efforts and PHHC programs. HIGH HIGH OTHER
Support targeted
communications, outreach, $3M
and housing upkeep efforts.
TOTAL INVESTEMENT MINIMUM $400,000 TIF + $4.5M FROM OTHER SOURCES
A Note on Realized Tax Increment Revenues: The investment estimates above are preliminary, conservative, and do not reflect long-term inflation. Any tax
increment revenues realized exceeding said estimates during the 30-year Development and TIF Plan will be invested per the above projects and priorities.

Implementation Strategies

The implementation of the projects and programs outlined in the NIA Project Portfolio may require the use
of a development agreement(s) and/or close collaboration with the City of Port Huron leveraging other
economic development tools using various forms of abatements or tax increment financing.
In the case of the Neighborhood Improvement Authority, the Act specifically envisions the use of Tax
Increment Financing (TIF) Development Agreements. For this plan, the Southside NIA is focused specifically
on development agreement strategies that support the development and retention of mixed-income
housing, food access, promote economic opportunity for neighborhood residents, and engage with the
community to demonstrate neighborhood benefit. A TIF Development Agreement is a contract between the
local government and developer. It outlines the terms and conditions for the development of a specific
project within a designated TIF district, including such terms as the mix of housing types, targeted income
levels, and timeframes for the retention of affordable units.
A TIF Development Agreement typically specifies:

• Project Scope: Describes the proposed development project, including its size, purpose, and
expected impact on the TIF district.
• Financial Arrangements: Outlines how the tax increment funds would be used to support the
development, such as financing infrastructure improvements or providing incentives to the
developer to create a mix of housing units that supports individuals/families at various income
levels.
• Timeline: Sets deadlines for various stages of the project, such as construction commencement,
completion, and expected revenue generation.
• Responsibilities: Defines the roles and responsibilities of both the developer and the local
government.
• Conditions: Specifies any conditions that must be met for the agreement to remain valid, such as
obtaining necessary permits or meeting certain performance benchmarks.

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 • Termination: Outlines circumstances under which the agreement may be terminated, as well as any
penalties or consequences for non-compliance.

Moreover, the City of Port Huron has at its discretion, other economic tools that may require the Southside
NIA to forgo its collection of tax increment revenues as they relate to specific parcels or project areas.
Conditions might include how well the proposed project aligns with the goals and priorities of the NIA Plan
and/or the public benefit that would come to the neighborhood because of the proposed project. An
adopted TIF collaboration policy early in the NIA’s tenure would help avoid future potential for conflict, and
clearly establish shared goals and desired outcomes for development in the NIA.
2.8 A DESCRIPTION OF ANY PARTS OF THE DEVELOPMENT AREA TO BE LEFT AS OPEN SPACE AND
THE USE CONTEMPLATED FOR THE SPACE

It is the NIA’s intent to protect and improve the neighborhood’s existing parks. There is interest in protecting an
area of mature trees as a small open space to be integrated into the development strategy at 3001 Electric
Avenue.

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34
2.9 A DESCRIPTION OF ANY PORTIONS OF THE DEVELOPMENT AREA THAT THE AUTHORITY
DESIRES TO SELL, DONATE, EXCHANGE, OR LEASE TO OR FROM THE MUNICIPALITY AND THE
PROPOSED TERMS

Should the Reinvestment Center be acquired by the City of Port Huron, the NIA would be interested in utilizing
the facility as a center for its operations, meetings, and providing access to the facility by local non-profit
organizations seeking to bolster service offerings to Port Huron’s Southside Community.

Additionally, the City of Port Huron owns numerous parcels within the Authority’s boundaries. The NIA would
like to enter into a collaborative agreement with the City of Port Huron to coordinate redevelopment efforts
that include and are adjacent to these parcels.

2.10 A DESCRIPTION OF DESIRED ZONING CHANGES AND CHANGES IN STREETS, STREET

LEVELS, INTERSECTIONS, OR UTILITIES

2.10.1 Zoning Changes

The following zoning changes are recommended to help facilitate redevelopment within the Southside NIA
and to bring standards more in line with best practices as they exist at the time of adoption. Zoning
regulations should be continually evaluated throughout the term of the NIA and further amended as
appropriate.

• Reduce minimum residential lot sizes and widths to provide greater opportunity for new housing
construction.
• Reduce or remove minimum dwelling unit size to permit smaller square footage homes.
• Allow accessory dwelling units in residential districts.
• Eliminate garage requirements and reduce parking minimums for all housing.
• Revisit the home occupation section of the zoning ordinance, and update with lessons learned from
the pandemic.
• Incentivize workforce and affordable housing by providing density bonuses for such developments.
• Allow for housing above commercial in the C-1 district.
• Rezone the areas around Conner Street and between Military, Electric and the River, or create a floating
zoning district that can be utilized for redevelopment on the Southside. Either option should provide greater
development flexibility and options in areas adjacent to Electric and Military Avenues, and along the
riverfront.
• Adopt Pattern Home building plans as developed for the Michigan Municipal League. Review and
update zoning to accommodate the pattern ADU, duplex, and other housing types.

2.10.2 Changes to Streets, Street Levels, Intersections, or Utilities

In general, streets should be evaluated on an ongoing basis to better facilitate accessibility including
pedestrians and bike users, particularly as land uses evolve or as redevelopment occurs, throughout the
district. Further consideration should be given to the growing use of e-bikes as an affordable personal
transportation alternative to the automobile.

The Southside NIA District is inhibited by what changes within the rights-of-way the Michigan
Department of Transportation (MDOT) will allow along Military and Electric Avenues. A review of cross-

35
 sections is warranted given traffic volumes. Speeds along these thoroughfares are perceived as
excessive. Efforts by the city and MDOT to engage with the NIA around long-term planning for these
one-way corridors would be welcomed. A series of pilot projects requiring little more than striping
and/or signage should be reviewed.

It is advisable in the short-term that the intersections referenced in Section 2.7.2 be reviewed in
consideration of priority redevelopment areas and ongoing redevelopment efforts along the riverfront
as of 2024.

Pavement Reduction Pilot:

A pilot project in these intersections would be advisable to reduce pavement widths and slow traffic.
One pilot project would temporarily alter approximately 500 feet of Electric Avenue, 500 feet on
Connor and 250 feet on 24th. The addition of striping and cross-hatching would temporarily reduce
road width to two 11-foot lanes on each of the streets. Add crosshatching and delineators to “dead”
pavement areas on east side of Electric between Connor and slip lane to north. An alternative to
hatching on Electric could be to the addition of buffered bike lanes on the northwest side.

The approximate 2024 cost of this pilot project would be $25,000-35,000 depending on the final scope
of work. It will be essential to conduct traffic counts and speed monitoring before and after the
temporary lane reduction. It would also be helpful to conduct non-motorized traffic counts before and
after the treatment. Permanent physical changes through a formal road-diet should be considered as a
part of any major reconstruction work considered by MDOT throughout the NIA development district.

2.11 DESIGNATION OF THE PERSON OR PERSONS, NATURAL OR CORPORATE, TO WHOM ALL OR A

PORTION OF THE DEVELOPMENT IS TO BE LEASED, SOLD, OR CONVEYED IN ANY MANNER AND

36
 FOR WHOSE BENEFIT THE PROJECT IS BEING UNDERTAKEN IF THAT INFORMATION IS
AVAILABLE TO THE AUTHORITY.

The Authority does not currently have any information designating any person or persons, natural or corporate,
to whom all or a portion of any development will be leased, sold, or conveyed in any manner.

2.12 THE PROCEDURES FOR BIDDING FOR THE LEASING, PURCHASING, OR CONVEYING IN ANY
MANNER OF ALL OR A PORTION OF THE DEVELOPMENT UPON ITS COMPLETION, IF THERE IS
NO EXPRESS OR IMPLIED AGREEMENT BETWEEN THE AUTHORITY AND PERSONS, NATURAL OR
CORPORATE, THAT ALL OR A PORTION OF THE DEVELOPMENT WILL BE LEASED, SOLD, OR
CONVEYED IN ANY MANNER TO THOSE PERSONS.

In the event the Authority needs to employ procedures for leasing, purchasing, or conveying property, the
Authority will follow the established procedures of the City of Port Huron and any other applicable laws or
ordinances. Per City of Port Huron Code of Ordinances Chapter 16 Article V, “nothing herein shall be
constructed to give the Southside Neighborhood Improvement Authority the power of condemnation or
eminent domain.”

2.13 THE REQUIREMENT THAT AMENDMENTS TO AN APPROVED DEVELOPMENT PLAN OR TAX

INCREMENT PLAN MUST BE SUBMITTED BY THE AUTHORITY TO THE GOVERNING BODY FOR
APPROVAL OR REJECTION.

Any amendments to the Development and/or TIF Plans will be submitted by the Authority to the City Council
for approval or rejection, and the Authority will otherwise follow the procedures outlined in the Act.

2.14 TRANSPARENCY

By statute, the NIA shall create a website (which is available at www.porthuron.org/southside) that is operated
and regularly maintained with access to authority records and documents, including all of the following:

a) Minutes of all board meetings.

b) Annual budget, including encumbered and unencumbered fund balances.
c) Annual audits.
d) Currently adopted development plan, if not included in a tax increment financing plan.
e) Currently adopted tax increment finance plan, if currently capturing tax increment revenues.
f) Current authority staff contact information.
g) A listing of current contracts with a description of those contracts and other documents related to
management of the authority and services provided to the authority.
h) An updated annual synopsis of activities of the authority. An updated synopsis of the activities of the
authority includes all of the following, if any:
i. For any tax increment revenues described in the annual audit that are not expended within 5
years of their receipt, a description that provides the following:
A. The reasons for accumulating those funds and the uses for which those funds will be
expended.
B. A time frame when the fund will be expended.

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 C. If any funds have not been expended within 10 years of their receipt, both of the
following:
I. The amount of those funds.
II. A written explanation of why those funds have not been expended.
ii. List of authority accomplishments, including progress made on development plan and tax
increment finance plan goals and objectives for the immediately preceding fiscal year.
iii. List of authority projects and investments, including active and completed projects for the
immediately preceding fiscal year.
iv. List of authority events and promotional campaigns for the immediately preceding fiscal year.

Each year, the board of an authority shall hold not fewer than two (2) informational meetings. Notice of an
informational meeting shall be posted on the municipality's or authority's website not less than 14 days before
the date of the informational meeting. Not less than 14 days before the informational meeting, the board of an
authority shall mail notice of the informational meeting to the governing body of each taxing jurisdiction levying
taxes that are subject to capture by an authority under this act. As an alternative to mailing notice of the
informational meeting, the board of the authority may notify the clerk of the governing body of each taxing
jurisdiction levying taxes that are subject to capture by an authority under this act by electronic mail. The
informational meetings may be held in conjunction with other public meetings of the authority or municipality.

38
 SECTION 3: NIA TAX INCREMENT FINANCE PLAN
3.1 TAX INCREMENT PROCEDURE

Tax increment financing permits the Neighborhood Improvement Authority (NIA) to capture tax “increment”
revenues attributable to increases in the value of eligible real and personal property within the development
area as defined in the Section 2: NIA Development Plan. The “Initial Taxable Value” is being established as of
December 31, 2023. The Initial Taxable Value is the Taxable Value of the eligible property on that date,
effective for property taxes levied for the fiscal year from July 1, 2024 – June 30, 2025.

The taxing units affected by this Tax Increment Financing Plan and their 2023 millage rates are illustrated in the
table below.

Jurisdiction 2023 Millage Rate

CITY OF PORT HURON
Operating 11.139100
Streets 1.976800
Police and Fire 2.970300
Parks and Recreation 0.990100

BWATC 0.606800

ST. CLAIR COUNTY

Operating 5.315300
Drugs 0.559800
Seniors 0.798300
Library 1.20000
Parks 0.494400
Roads 0.249500
EMS 0.500000
St. Clair County Community College 1.882000
Table 3.1: 2023 Millage Rates

The Tax Increment Plan is based upon a one hundred percent (100%) tax rate capture on the total incremental
increase in taxable value over the total base year taxable value, on all ad valorem property taxes and local taxes
attributable to the application of the levy of all taxing jurisdictions. All such captured revenues will be used to
accomplish the purposes of the Development and Tax Increment Financing Plan. As provided for by PA 57 of
2018, tax revenues generated from within the Development Area prior to the adoption of this Tax Increment
Financing Plan (those based on the Initial Taxable Value) will continue to be distributed to all taxing jurisdictions
during the dura�on of this Plan. Upon completion of the Development and Tax Increment Financing Plan, the
Authority will cease the collection of the tax increment.

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 All Taxing
2024 - 2028 2029 - 2033 2034- 2038 2039 - 2043 2044-2048 2049-2053
Jurisdictions
Increment $284,821 $322,249 $364,595 $412,506 $466,713 $ 528,043
Estimated Total
$ 2,378,927
Capture (30 Years)

City of Port Huron 2024 - 2028 2029 - 2033 2034- 2038 2039 - 2043 2044-2048 2049-2053
Increment $175,592 $198,667 $224,773 $254,310 $287,728 $ 325,538
Estimated Total
$ 1,466,608
Capture (30 Years)

St. Clair County 2024 - 2028 2029 - 2033 2034- 2038 2039 - 2043 2044-2048 2049-2053
Increment $ 90,545 $102,443 $115,905 $131,136 $148,368 $ 167,865
Estimated Total
$ 756,261
Capture (30 Years)

St. Clair Community

2024 - 2028 2029 - 2033 2034- 2038 2039 - 2043 2044-2048 2049-2053
College
Increment $ 18,684 $ 21,140 $ 23,917 $ 27,060 $ 30,616 $ 34,640
Estimated Total
$ 156,058
Capture (30 Years)

BASELINE TAXABLE VALUE: MARCH 2023 BOARD OF REVIEW $75,567,378

Table 3.2: Estimated Capture at 2.5% Annual Taxable Value Growth Assumption

In each subsequent year for the duration of the Tax Increment Financing Plan, the “Current Taxable Value” for
properties within the Development Area will be determined. The amount by which the Current Taxable Value
(in total) exceeds the Initial Taxable Value (in total) in any one year is the “Tax Increment.” For the duration of
the Tax Increment Financing Plan, the affected local taxing jurisdictions will continue to receive tax revenues
based upon the Initial Taxable Value, and the Authority will receive that portion of the tax levy consisting of the
Tax Increment as outlined in Section E below.

The City Treasurer is required to pay the Authority the Tax Increment revenues as collected, and to pay to the
other taxing jurisdictions the tax revenues derived from the application of their millages to the Initial Taxable
Value of all eligible property, subject to any agreements with taxing jurisdictions.

3.2 INCORPORATION OF THE DEVELOPMENT PLAN

The Development Plan, as set forth in Section 2 above, is incorporated into and made a part of this Tax
Increment Financing Plan by reference.

3.3 MAXIMUM AMOUNT OF BONDED INDEBTEDNESS

The Authority anticipates funding the Development Plan on a pay‐as‐you‐go basis, or through other internal
financing means, however, in some cases these strategies may not be practical. Should bonding be deemed
necessary to effectively implement the Development Plan, it will be done subject to any limitation and in
accordance with any requirements prescribed by law. Additionally, if bonding is found necessary, the maximum

40
amount of bonded indebtedness or debt capacity will be determined by the City’s Finance Director, in
consultation with the City’s Financial Advisor and in compliance with the legal debt limits as established by
State Law, based on:

• The costs of the projects described in the Development Plan and adjusted for costs borne by project
partners, grants, or other sources;
• The ability of the Authority to make all bond payments based on updated TIF projections, within the
duration of the Plan;
• The marketability of such bonds at a competitive and favorable rate; and
• The expenses related to the issuance of the bonds, including all bond fees, attorney fees and associated
costs.

Any determination by the City’s Finance Director will be subject to the approval of the City Council.

3.4 DURATION OF THE TAX INCREMENT FINANCING PROGRAM

For the purposes of this program, the initial taxable value of all real and personal property within the
Development Area as outlined in the Development Plan, was taken as of March 31, 2023, March Board of
Review with December 2023 serving as the base tax year, with capture beginning in FY 2024/25. The plan's
duration is for 30 years, ending in tax year 2055, with accrued tax collection ending in FY 2054/55.

Per MCL 125.4805(6), a municipality's governing body may extend the authority's duration by resolution if the
purposes for which the authority was created still exist. However, any effort to amend or extend the
Development Plan and/or the Tax Increment Finance Plan shall follow the procedures as outlined in MCL
125.4814, MCL 125.4818, and MCL 125.4819 as applicable.

3.5 ESTIMATED IMPACT OF THE TAX INCREMENT FINANCING PLAN ON THE ASSESSED VALUES OF
ALL TAXING JURISDICTIONS IN WHICH THE DEVELOPMENT AREA IS LOCATED

Several taxing jurisdictions currently receive property tax revenue from properties within the Southside NIA
Development District. Effected taxing jurisdictions will continue to receive property tax revenues based upon
the initial assessed value as of March 31, 2023. Table 3.1 demonstrates the millage rates of those millages
subject to capture at the time of plan adoption. The estimated fiscal impacts on taxing jurisdictions resulting
from the implementation of the Plan are outlined in Tables 3.2 and 3.3. Estimated impacts are based on
historical property value trends across the City of Port Huron as a whole. It is expected that any new or
renewed millages levied within the Southside NIA Development District will be subject to capture based on the
same terms of those millages existing at the time of adoption.

3.6 THE USE OF CAPTURED TAXABLE VALUE

Revenues: Estimates of tax increment revenues and increases in Taxable Value are illustrated further in
Appendix __, which estimates captured tax increment revenues by jurisdiction. All revenue projections are
estimates only. In the circumstance that collected tax increment revenues exceed the projections within, those
revenues shall too be collected by the NIA to be expended as outlined below.

Use: The Authority shall expend the tax increment revenues received for the development program only under
the terms of this Tax Increment Financing Plan. Unused funds shall revert proportionately to the respective

41
participating taxing jurisdictions. Tax increment revenues shall not be used to circumvent existing property tax
limitations. The expenditure of tax increment revenues is illustrated in Section 2.7(iv) of the Development Plan.

Priorities: If tax increment revenues are greater or less than projections used for the purpose of this Tax
Increment Financing Plan, the available funds will be used to complete as much of the Development Plan, as
possible. The Authority will reevaluate, reprioritize, or reallocate revenues based on actual capture and where
expenditures by the Authority will have the most positive impact within the Development Area.

3.7 CAPTURED TAXABLE VALUE GROWTH IN PROPERTY VALUE RESULTING SOLELY FROM
INFLATION

The Authority will capture the full increment on taxable value growth even if such growth is a result solely due
to inflation.

3.8 TAX INCREMENT FINANCING PLAN NOTIFICATION TO TAXING JURISDICTIONS

All taxing jurisdictions will/have been notified per the requirements of Act 57. Also, the Authority will offer
each taxing jurisdiction the opportunity to meet before the public hearing.

3.9 REIMBURSEMENT OF EXCESS TAX CAPTURE

With investment needs throughout the Southside NIA Development District far exceeding estimated tax
increment capture, any capture exceeding Plan estimates, will be invested in those projects outlined in the
Development Plan. Should tax increment capture exceed investment needs consistent with the Development
Plan, a reimbursement will be issued proportionally to the participating taxing jurisdictions.

3.10 TAX INCREMENT FINANCING ACCOUNT REPORTING

Annually, per MCL 125.4911, the Southside NIA will submit a report to Treasury and the governing bodies of all
taxing jurisdictions subjected to tax capture by the authority, as well as publish on its website a report on the
status of the tax increment financing account using the appropriate form provided by Treasury.

The report shall include all the following:

a. The name of the authority.

b. The date the authority was formed, the date the tax increment financing plan is set to expire or
terminate, and whether the tax increment financing plan expired during the immediately preceding fiscal
year.
c. The date the authority began capturing tax increment revenues.
d. The current base year taxable value of the tax increment financing district.
e. The unencumbered fund balance for the immediately preceding fiscal year.
f. The encumbered fund balance for the immediately preceding fiscal year.
g. The amount and source of revenue in the account, including the amount of revenue from each taxing
jurisdiction.
h. The amount in any bond reserve account.
i. The amount and purpose of expenditures from the account.
j. The amount of principal and interest on any outstanding bonded indebtedness.
k. The initial assessed value of the development area or authority district by property tax classification.

42
 l. The captured assessed value retained by the authority by property tax classification.
m. The tax increment revenues received for the immediately preceding fiscal year.
n. Whether the authority amended its development plan or its tax increment financing plan within the
immediately preceding fiscal year and if the authority amended either plan, a link to the current
development plan or tax increment financing plan that was amended.
o. Any additional information the governing body of the municipality or the department of treasury
considers necessary.

This report shall be filed with the department of treasury at the same time as the annual financial report is filed
with Treasury and provided electronically to all taxing units.

3.11 Termination of TIF Plan

The Port Huron City Council may abolish the Tax Increment Financing Plan in the manner provided by
law if it finds that the purposes for which it was established are accomplished. However, the Tax
Increment Financing Plan shall not be abolished until the principal of and interest on, any bonds issued
under the Act have been paid or funds sufficient to make the payment have been segregated.

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APPENDICES

44
 APPENDIX A
SOUTHSIDE NIA BOUNDARIES AND LEGAL DESCRIPTION

45
 12TH ST

10TH ST

T
YS
AR
16TH ST

LIT
VANDENBE
RG PLACE

MI
0 750' 1500'

SCALE: 1" = 1500'

24TH ST

DOVE RD
26TH ST

CLEVELAND AVE E
32ND ST

AV
28TH ST

IC
CTR
E
NERN ST NERN ST EL

ST
RY R
I TA VE
M
IL RI
MOAK ST IR
LA
24TH ST
28TH ST

C
GOULDEN ST ST.

RAVENSWOOD RD
N:\20\20400\20420.00 - Port Huron South Side NIA\Drawings\Planimetric\PORT HURON SOUTH SIDE NIA 20420.00.dwg

BOUNDARY OF SOUTH SIDE

NEIGHBORHOOD IMPROVEMENT AUTHORITY
SOUTH SIDE NEIGHBORHOOD IMPROVEMENT AUTHORITY PORT HURON, ST. CLAIR COUNTY, MICHIGAN SKETCH OF DESCRIPTION

Executive: C.A.A. DATE: ISSUE: Date: 06.15.23

28 West Adams Road Manager: A.L.G. Date Issue Scale: 1"=1500'
Suite 1200 Designer: K.P.R. Sheet: 1 OF 2
Detroit, MI 48226 Quality Control: C.A.A. Project: 20420.00

p (313) 962-4442 Section: 15,16,21,22

Engineers Surveyors Planners T-06-N R-17-E Copyright © 2023 Giffels Webster.

f (313) 962-5068 No reproduction shall be made
Landscape Architects www.giffelswebster.com without the prior written consent of
Giffels Webster.
46
N:\20\20400\20420.00 - Port Huron South Side NIA\Drawings\Planimetric\PORT HURON SOUTH SIDE NIA 20420.00.dwg

SOUTH SIDE NEIGHBORHOOD IMPROVEMENT AUTHORITY PORT HURON, ST. CLAIR COUNTY, MICHIGAN DESCRIPTION

Executive: C.A.A. DATE: ISSUE: Date: 06.15.23

28 West Adams Road Manager: A.L.G. Date Issue Scale: 1"=1500'
Suite 1200 Designer: K.P.R. Sheet: 2 OF 2
Detroit, MI 48226 Quality Control: C.A.A. Project: 20420.00

p (313) 962-4442 Section: 15,16,21,22

Engineers Surveyors Planners T-06-N R-17-E Copyright © 2023 Giffels Webster.

f (313) 962-5068 No reproduction shall be made
Landscape Architects www.giffelswebster.com without the prior written consent of
Giffels Webster.
47